A Differentiator

When faced with crises, one of the first and most prevalent questions
executives ask themselves is “what should I do?” 

Many crisis communications professionals have a stock bank of answers including the crisis communications pre-plan, emergency meeting of managers, checklists, public relations firm on standby, etc. Often companies or their executives turn to prominent law firms that have a multitude of resident or contract expertise.

I would not discount any of these but in my experience I discovered that usually one individual was most helpful in the midst of a crushing problem. In my case, it was the use of a mentor that was provided for me by my parent organization—a third party not in my company but with vast experience in dealing with similar kinds of issues having been there before and done that. In nearly every major challenge I faced, I found great value in having someone to bounce ideas off of and get cogent advice. It was exactly what I needed to get unfrozen and moving in the right direction fast. This person — and there were more than one as I dealt with a number of challenges — became a differentiator, someone I could confide in, who maintained my confidentialty, and who made a positive difference.

At first it was hard to accept this third party since I was the executive in charge—the person responsible and accountable for what happened and what came next. I did not want others to see I was using some outsider to help figure out the solution to our problem. Besides, how could an outsider know more about my business and my problem than me or one of my colleagues? And being in charge meant I was the one who was expected to come up with the answers. The potential jealousies were an unfounded concern I later learned.

I subsequently learned what a ‘Kitchen Cabinet’ meant for former presidents and had even observed this in practice. What I also learned was how practical it was to have a differentiator available when things got really tough. The number of challenges I faced as a senior military commander and the value added of this individual made me feel that I would like to give back this gained expertise if given the chance.

Added to this experience I gained was also the processes in dealing with crises that make the difference between success and failure or getting out in front of the problem or chasing it—just look at the recent oil spill fiasco. Since retiring from the military and taking stock of my passions, my interests and seeing opportunity, I have turned to making this my life’s work. I want to give back some of the good that I benefited from. It is extremely rewarding and goes far beyond what I would expect to have and do in the corporate structure.

The real challenge in this field is two-fold:

1)  When does an executive realize he needs a differentiator and how does he find one that works for him or her—call it the right chemistry; and...

2)  How does someone with this skill set network exposure to those in need?

I have come to a conclusion that, as in most everything in life, networking among people is key but I also appreciate and admire the firms that put ‘A-Teams’ together for a client’s use. One-stop shopping for legal, public relations, advocacy (lobbying), and crisis management advisors is a superb resource worthy for any company, corporation or executive facing undaunting and time-sensitive crises. Having a team with this array of expertise will often differentiate outcomes by any metric be they financial, reputation, or even survival.

I appreciated having access to a differentiator—someone who had been there and done it before and possessed the experience and processes to create opportunity out of challenges—to create success out of crisis.

Reflections in the Mirror: Check Your Ego

When faced with crisis, many of us are initially seized with emotions including denial, anger, humiliation…or, in other words bruised egos. It is exceedingly hard, but natural, not to take this most difficult problem as anything but personal. But the reality is we often have excessive need for admiration and affirmation and when things go wrong, as they inevitably will, our bruised egos can get in the way of driving solutions.

We all have egos and even need them for a sense of self-worth; the I, me, self cognizance. But excess is false ego which get us into trouble from time to time by being arrogant, sarcastic, and self praising in search of acceptance by others. This must be dealt with early and quickly by looking into the mirror.

Tips I have found helpful in “getting over it” and moving on to the more important “what to do about it” rather than mire in the “why is this happening to me” include the following:


#1.  Raise your level of humility 

Accept responsibility for mistakes or problems, give positive credit to others, and gracefully offer apologies. I realize and acknowledge that, at times, legal counsel may not allow apologies especially when lawsuits or charges are pending. But it is often the case that an apology can prevent a lawsuit.


#2.  Get rid of the false pretense of ego 

Initiate constructive dialogue for restoring goodwill. Do not wait for another to that the first step and do not be detered if rebuffed at first. During crisis, the whole conversation needs to be development-oriented and not confrontation-oriented displaying ego.


#3.  Do not get carried away by praise

Be gracious and modest in accepting it but understand neither success nor failure are permanent. To use an analogy, the higher you allow yourself to be hoisted up the pole, the further will come the fall. Keep yourself in balance to prevent from being overjoyed in success to depressed in difficulty by raising your consciousness to maintain your self-confidence and not arrogance.


#4.  Check your thoughts

Most of us have a neutral emotional set point, neither overly positive or negative. Some have the extremes or at least many of us experience the extremes at times....

...but it is important to actively force positive thoughts for a number of reasons.

FACT:  It makes you feel better. 
FACT:  Positive, constructive and helpful thoughts restrict ego. 

Think about where you want to be or the outcome you want rather than be stuck in the mess where you are. When others see a positive and realistic outer person, you will also get reinforcement that you are that person on the inside.


#5.  Treat everyone with respect 

Regardless of someone's position, responsibility, culpability, or point of view...respect is paramount.  It is also critical to be cognizant of your body language during times of stress. Facial expressions, hand gestures, even posture sends messages. The time for reflection and holding accountability will come later after solutions are taking hold.


#6.  Shut up and listen

If you never listened before now is the time you have to. Recognize that those who are in constant transmit, especially in crisis, are trying to reinforce their sense of ego to impress participants. It is unproductive.

One of the ways that always helped me in this situtation was to purposely under-react instead of over-reacting. It is not only calming but allows listening to happen. Another way to check your ego to enhance listening is to only ask questions instead of issuing statements.

When challenges mount and seem to overwhelm you, 

take a look in the mirror and check YOUR ego.